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Organizational change in a scenario of political upheaval and economic crisis: a Brazilian case

机译：政治动荡和经济危机中的组织变革：一个巴西案例

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摘要

Purpose - This paper aims to enhance the understanding of organizational change (OC) and the main critical factors to change. Design/methodology/approach - A single case study was conducted in a large company with operations in Brazil by means of 21 in-depth interviews. A qualitative perspective was applied to scrutinize the data collected. Findings - Main critical factors, such as commitment and trust, represent pieces of a puzzle that, when put together in a constructive way, draw a path to successful implementation of a change initiative. On the one hand, a country crisis poses as an obstacle to build change initiative credibility. On the other hand, an economic downturn may represent a retention mechanism. This study allowed the authors to draw a diagram with four groups of people based on their engagement with the organization change initiatives and on their seniority. In brief, the company is in a vicious circle. It is prisoner of a negative loop that causes a destructive effect in the change process, and it does not allow them to think out of the box and explore creative alternatives to face the company challenges. Research limitations/implications - The research presents a few limitations regarding the chosen method and, also, country and company scenario where the research took place. Practical implications - The results have implications for human resources development (HRD) scholars and practitioners in the planning and implementation of OC-related initiatives. Originality/value - This paper contributes to OC literature and practitioners by showing the importance of credibility in change initiatives to achieve their successful implementation. This study also supports the strong relationship among main critical factors to change. Finally, the company is locked in a negative loop that stifles the successive attempts to successfully implement the change initiatives.
机译：目的-本文旨在增强对组织变革（OC）和变革的主要关键因素的理解。设计/方法/方法-通过在21家深度访谈中在巴西运营的一家大公司进行了单例研究。从质的角度对收集的数据进行审查。调查结果-主要的关键因素，例如承诺和信任，代表了一个难题，当以建设性的方式将它们组合在一起时，便为成功实施变革计划铺平了道路。一方面，国家危机是建立变革倡议信誉的障碍。另一方面，经济低迷可能是一种保留机制。这项研究允许作者根据他们对组织变革计划的参与程度和资历来绘制四人一组的图表。简而言之，公司处于一个恶性循环。它是负面循环的囚徒，在变革过程中造成破坏性影响，并且不允许他们跳出固有思维并探索创造性的替代方案来应对公司的挑战。研究的局限性/含义-研究在选择的方法以及进行研究的国家/地区和公司情况方面都存在一些局限性。实际意义-研究结果对人力资源开发（HRD）学者和从业人员在规划和实施与OC有关的计划方面具有意义。独创性/价值-本文通过显示变革计划中的可信度对实现成功实施的重要性，为OC文学和从业者做出了贡献。这项研究还支持变化的主要关键因素之间的密切关系。最终，公司陷入了一个消极循环，扼杀了成功实施变更计划的连续尝试。

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